As we spend a large proportion of our time at work, the quality of the work environment and relationships has a significant impact on your team's wellbeing. Different experiences and perspectives among team members can lead to misunderstandings and conflict, which can be positive, such as healthy competition, or negative, such as bullying or personality clashes.
Managers play a crucial role in addressing workplace conflict early on to prevent escalation. Our report, Managing Conflict in the Modern Workplace also indicates that managers can sometimes unintentionally contribute to conflict. It's important to reflect on your own behaviour and management style, as these can influence workplace dynamics.
This guide equips you with the knowledge and skills to identify and manage conflicts at an early stage, preventing serious disputes, and offers advice on what to do when faced with allegations of bullying and harassment when you need to take a more formal approach.
On this page
- What does workplace conflict look like?
- What is bullying and harassment?
- The first defence: prevention is better than cure
- Using performance management to prevent workplace conflict
- Informal ways to resolve workplace conflict
- Using formal procedures
What does workplace conflict look like?
Workplace conflict can stem from a work issue like poor attendance or timekeeping or from a disagreement between people. Bullying or harassment may involve single or repeated incidents across a wide spectrum of behaviour (often broadly referred to as workplace incivility). This can range from extreme forms of intimidation, like physical violence, to more subtle forms, like an inappropriate joke or ignoring someone.
Obvious sources of conflict at work include:
- low-intensity deviant acts, such as rude verbal and non-verbal behaviours
- any form of bullying behaviour or harassment
- any form of discriminatory behaviour
- poor performance
- poor attendance and time keeping
- unacceptable language
- excessive personal use of the internet or email
- theft
- drink or drug problems.
Other, less obvious sources include:
- uncivil behaviour, such as not replying to an email
- differences in personality style or working style
- taking credit for other people’s work or ideas
- belittling somebody
- not valuing other people’s views, background or experiences
- talking over people in meetings
- failing to include people in round-robin emails
- ignoring people or being discourteous.
Often, it’s these more subtle behaviours that, over time, if not tackled, lead to workplace disputes.
You may find it helpful to think through your capacity to Build and sustain relationships and create an environment that is open, respectful, kind, fair and consistent, to ensure you are in the best position to identify workplace conflict at the earliest possible stage.
What is bullying and harassment?
In the UK, harassment and bullying are distinct issues, especially in the context of employment law, and managers need to be aware of the differences.
In the UK under the Equality Act 2010, harassment is unlawful, and defined as “unwanted conduct related to a relevant protected characteristic, which has the purpose or effect of violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual”.
Example: An employee calling another employee names or being derogatory based on the employee’s race is likely to be regarded as harassment.
There are new laws relating to sexual harassment from October 2024. Refer to our guide for managers to learn how to tackle sexual harassment in the workplace.
Although there’s no legal definition of bullying in the UK, theAcas guide on bullying and harassment at workstates that it can include “offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through means that undermine, humiliate, denigrate or injure the recipient”. Unlike harassment, bullying may not involve a protected characteristic and cannot, by itself, be the basis for a legal claim.
Example: An employee calling another employee names based on their size or weight is unlikely to be classed as harassment if there is no breach against a protected characteristic. This is likely to be regarded as bullying.
Both bullying and harassment can show up in different ways. They can be one-off incidents or become a repeated pattern. It's important to understand the differences so that you can effectively prevent, address and manage these issues at work.
Based onour research, the most common types of bullying or harassment experienced by employees are:
- being undermined or humiliated at work
- persistent, unwanted criticism
- unreasonable pressure about job performance
- public humiliation
- shouting or very heated arguments
- verbal abuse
- isolation or exclusion from social activities.
Related manager behaviour
You may find it helpful to think through your capacity tohandle conflict and people management issuesand create an environment that isopen, respectful, kind, fair and consistent, to ensure you are in the best position to identify conflict in your team at the earliest possible stage.
As a manager, one of the growing challenges is handling allegations of cyber-bullying that occur outside the traditional workplace, particularly on social media. It's important to determine whether these incidents are personal matters outside of work or if they constitute unacceptable behaviour that needs to be addressed. Refer to your organisation’s social media and bullying and harassment policies for more information and seek advice from HR if you’re not sure.
The first defence: prevention is better than cure
Workplace conflict is likely to fester and intensify if you ignore it. As a manager, you need the skills and confidence to intervene at an early stage to nip disagreements in the bud before they escalate. Handling workplace conflict in a proactive and positive way will help you improve your team’s morale, retain valuable skills and talent, and reduce sickness absence. Reflecting on your management style and learning to handle workplace conflict and people management issues will be key to this.
Below, we outline the practical steps you can take to prevent serious workplace conflict from occurring in the first place.
By getting to know the people in your team as individuals and building and sustaining relationships with each team member, you’ll be better placed to:
- foster good working relationships with them
- anticipate any potential conflict within the team
- understand any personal pressures which might be affecting them at work
- talk frankly about any problems they might be experiencing with their colleagues (or the job itself).
Things to consider
- Understand what really matters to your team and remember that everyone’s different. What are their personal triggers for stress? Do they feel secure and supported in their role? Do they have a sense of belonging and inclusion in their team?
- Give every team member a good induction when they start in a new role. This helps you get to know them, and helps them settle in.
- Get to know their preferred working styles. This encourages effective teamworking and reduces the risk of conflict.
- Make yourself personally available to talk. Show empathy and listen to their concerns. This encourages them to open up and approach you should they have a problem.
- Try not to shy away from personal issues. People aren’t always able to leave their domestic responsibilities and worries at home. If you know someone has suffered a bereavement or is going through a relationship breakdown, they may be understandably more emotional and have a lower tolerance level at work than they would do under normal circ*mstances.
Related manager behaviour
This relates closely to the behaviour area Building and sustaining relationships. Look at Exercise 5for advice on how to develop this area.
People deal with relationships and conflict in different ways. Some show their annoyance swiftly and openly, while others who appear laidback and tolerant on the surface may find themselves becoming progressively annoyed until they lose their temper, often over a minor issue proven to be the last straw. It is important to build and sustain relationships with your team and hone your capacity to handle conflict and people management issues so that you are aware of problems early and know what to do if simmering tensions start to appear.
Things to consider
- Be aware of team relationships. Tension can arise in any team, so be alert to any signs that serious conflict is developing. Many disputes start as mild disagreements which appear to be resolved or forgotten straight away. However, just because a disagreement isn’t visible doesn’t mean it’s been resolved.
- Be confident to challenge any hint of inappropriate behaviour (for example, a sexist remark or personal insult) immediately. This will send a clear message to your team that unfair treatment, like bullying, is not tolerated.
- Have regular one-to-ones and try to create an environment in which people feel comfortable discussing their concerns about projects or issues in team meetings. Find ways to have informal conversations to pick up on any issues that are beginning to fester beneath the surface. You could, for example, use the feedback gained from employee feedback/voice mechanisms (for example, a survey which might demonstrate that employees feel frustrated by lack of progression) to highlight potential areas of frustration and kick off conversations.
- Make sure you intervene and talk to the individuals concerned about what’s happening and what the real source of the disagreement is. Often there are other underlying issues at play (for example, an issue raised concerning someone’s performance could, in fact, highlight underlying feelings of resentment).
Related manager behaviour
This relates closely to the behaviour area Building and sustaining relationships. Look at Exercise 5 for advice on how to develop this area.
It only takes one person to cause disharmony within a team because of their negative behaviour or poor performance.
Examples of behaviour and performance that can create stress at work:
- being overly critical
- having a short temper
- making personal remarks
- not sharing information
- talking about others behind their backs
- avoiding unpopular team tasks
- poor timekeeping or attendance.
Things to consider
- Encourage people to talk to you if they have concerns about a work issue or are experiencing difficulties in their personal lives. By understanding an employee’s context and situation, you’ll be closer to understanding how it impacts their behaviour at work, how they’re dealing with it, and how you can address it accordingly.
- Be prepared to step in and talk to the individual as soon as you’re aware there’s a problem (irrespective of whether it’s a performance or behavioural issue). In many cases, the person might be unaware of how they (or their behaviour) are perceived by others and will quickly – and positively – respond to a quiet word. If it’s a conduct issue causing conflict (like poor timekeeping), encourage a conversation to understand if there’s in fact a deeper, underlying problem (for example, a health or personal issue).
Related manager behaviour
This relates closely to the behaviour area Being open, respectful, fair and consistent. Look at Exercise 1 for advice on how to develop this area.
As a manager, you’re an important role model. You’ll need to spell out what behaviour is not tolerated and demonstrate the positive behaviours employees should follow (in terms of how they interact with each other, their customers, clients and the public).
Things to consider
- Always maintain professionalism. Set an example by visibly living the organisation’s values around dignity and respect and following organisational policies and procedures.
- Respect individuals’ points of view, background and working styles, but be confident to call out unacceptable behaviour.
- Treat all employees with the same level of importance and avoid favouritism. If you don’t manage people fairly and reasonably, you’ll struggle to build working relationships based on mutual trust and respect. Any sign of favouritism is also likely to lead to resentment, becoming a cause of conflict.
- Always discourage employees from talking about their colleagues behind their backs. Ignoring this type of behaviour can lead to resentment, cliques and a work culture where bullying is more likely to occur. Establish if there’s a genuine problem, and then deal with it openly by talking to the individuals concerned.
Related manager behaviour
This is part of creating an environment that relates to Being open, respectful, kind, fair and consistent and also Providing knowledge, clarity and guidance. Refer to Exercise 1 and Exercise 4for more on these areas.
Though a certain level of office gossip is inevitable and need not cause any problems, office politics can be a source of misunderstanding and tension. Maintain objectivity and resist the urge to join in; this will only add fuel to the fire.
Things to consider
- If office gossip is malicious, intervene and spell out clearly, to those involved, that spreading unsubstantiated rumours is unacceptable and could be construed as bullying or harassment.
- Encourage an open working environment in which everyone’s contribution is valued.
- Always give positive feedback where it’s due to help foster collaboration and effective teamworking.
- Keep employee issues private and confidential. To build relationships based on trust you’ll need to respect employees’ privacy, particularly if the issues they discuss with you are of a personal nature.
Related manager behaviour
This is part of creating an environment that is open, respectful, kind, fair and consistent. Refer toExercise 1for advice on developing this behavioural area.
Using performance management to prevent workplace conflict
Performance management should be a positive, supportive process, yet performance issues can sometimes be a cause of conflict themselves (for example, if someone feels they’ve been unfairly treated by being overlooked for promotion or received a negative performance rating).
Things to consider
- Manage performance proactively and positively to avoid misunderstandings or conflict arising. Make sure every individual is aware of the expectations on them, and how they’re expected to deliver.
- Set clear goals and realistic deadlines for every team member. Give everyone in your team all the information, training and development they need to perform their job to a high standard. Make sure everyone’s roles and responsibilities are well matched with their skills, experience and career aspirations.
- Don’t rely on a one-off appraisal meeting to assess performance – give regular and constructive feedback as part of a two-way conversation.
- Address poor performance at an early stage. Ask simple, open questions about how the employee’s doing, and whether anything is affecting their conduct (such as a health or personal issue).
- The reasons for misconduct and poor performance aren’t always properly understood or discussed. Where there are suspected or known health issues, make sure you explore these prior to initiating any formal procedures. Also explore whether there are any workplace issues, like negative relationships with colleagues, which may be impacting performance.
- If performance improvements are needed, make clear the issues that need addressing and discuss any additional support needed along the way (such as extra training or supervision). Develop an action plan and arrange regular catchups to discuss progress.
Related manager behaviour
To manage performance effectively, you need to be open, fair and consistent, provide knowledge, clarity and guidance and support team members’ development. Exercise 1, Exercise 4 and Exercise 6 provide advice in these areas.
Informal ways to resolve workplace conflict
Despite the preventative measures we’ve explored above, workplace conflict can still develop. If it does, you’ll need to take action to resolve it early and informally. This can appear daunting, but it’s a core part of your role as a manager. If you ignore unacceptable behaviour, problems can escalate until formal disciplinary or grievance procedures have to be used. This can make it much harder to achieve a successful resolution and repair relationships.
Be proactive and initiate informal discussions if you think a problem’s brewing. Conflict at work can lead to absences, so return-to-work interviews are also a good opportunity for you to ask questions about any issues that might be bothering employees. Depending on the size of your organisation, your HR department should always be available if you need informal advice to help you deal with conflict, so do seek appropriate support when you need it.
Related manager behaviour
Developing your capacity to handle conflict and people management issues will allow you to step in appropriately when needed. Refer to Exercise 3for advice on developing this area.
To provide a foundation to help you have these conversations, it is important that you build and sustain relationships with team members. Refer to Exercise 5for more information.
Make sure you engage in challenging conversations as soon as you begin to observe early signs of conflict at work (for example, a heated argument or an inappropriate personal remark). This shows you’re treating the conflict seriously and is a key part of handling conflict and people management issues. It’s more difficult to be respected if you’ve appeared to give certain behaviours tacit approval by letting a situation drift on for weeks or months and may impede your capacity to build an environment in your team that is open, respectful, kind, fair and consistent, in which people feel ‘psychologically safe’.
Things to consider
- Intervene quickly in cases of workplace conflict. Deal with issues firmly but in a sensitive, fair and constructive way.
- Encourage people to talk. Listen carefully to their concerns. Help the individuals involved to identify the root of their disagreement.
- Remain objective. Avoid taking sides or making hasty judgements and listen to everyone’s views and concerns. Make sure you fully understand all the issues at play, including any underlying tensions.
- Try to establish what the individuals need to happen to resolve matters or move forward, and any changes or compromises they’re prepared to make in their behaviour or attitudes.
- Where an issue is so serious that it amounts to discrimination, harassment or a fundamental breach of the employment relationship, then you should seek advice to start more formal action under your company procedures.
Related manager behaviour
This relates closely to the behaviour area being open, respectful, fair and consistent. Look at Exercise 1for advice on how to develop this area.
If there’s an open disagreement between colleagues or you suspect a conflict is developing, start by having an informal, one-to-one discussion with each of the individuals concerned. This will help you identify the root of the problem while allowing you to hear people’s concerns in a safe, confidential setting.
Things to consider
- Choose an appropriate place. It’s important to make people feel comfortable, so it’s good to have the conversation somewhere private and quiet. This could be over a coffee outside the workplace, or virtually if working remotely.
- Avoid making assumptions. Many people find it difficult to open up about problems at work, let alone dealing with conflict itself. Keep an open mind and give them the space to talk it out.
- Always act with integrity and maintain confidentiality. Reassure the employee that the private information they disclose will stay confidential, and that you’ll only pass this information onto the other person with their permission.
Related manager behaviour
Building and sustaining relationships with team members will provide a foundation for these conversations, while having these conversations will help enhance relationships going forward. Exercise 5provides support in this area.
Once you’ve gained a clear understanding of the workplace conflict (as well as everyone’s different perspectives on the problem), bring the parties together and act as an objective facilitator to find common ground. Your capacity to do this skilfully will depend not only on your ability to handle conflict and people management issues, but also on you having built and sustained relationships and created an environment that is open, respectful, kind, fair and consistent.
Things to consider
- Encourage people to acknowledge their colleague’s views and concerns so that they see both sides of the situation.
- Take a problem-solving, constructive approach. Encourage the individuals to discuss any changes that can be made by either side to help find solutions and move forward.
- Remain impartial and objective. Avoid taking sides and focus on helping the individuals to discuss their options and reach a resolution.
Related manager behaviour
This relates closely to the behaviour area building and sustaining relationships and being open, fair and consistent. Look at Exercise 3 and Exercise 5for advice on how to develop these areas.
In those instances where conflict at work has become particularly heated, it might simply be untenable (when one considers the needs of the rest of the team) to keep the disruptive colleague present. In these cases, to handle the conflict effectively, it might be necessary to temporarily separate team members to prevent the situation from escalating.
Things to consider
- Understand what to do in the event of a major disagreement. If attempts to calm the situation down don’t help, the risk is that someone will do or say something in the heat of the moment that could become a bigger source of grievance than the original problem.
- Once the disputing parties have been physically separated (where organisational size permits), it should be possible to have a calmer, more rational conversation about what sparked the disagreement and find a possible resolution.
- Consider transferring the disruptive team member to another team or area – only where fair, necessary and feasible. In some circ*mstances there may be personality clashes that are hard to resolve, or a particular member of staff who consistently causes conflict. If so, consider whether it could be helpful for the individual to move to a different job role or team, which they may be more suited to. Any change would have to follow full consultation with the individual.
- Be mindful that if you are considering suspending an employee from their duties whilst dealing with a conflict you should seek HR advice to avoid potential issues and risks.
Related manager behaviour
This relates closely to the behaviour area Handling conflict and people management issues. Look at Exercise 3for advice.
In those cases where a dispute affects the whole team (for example, because of tensions arising from having to meet particular deadlines, or changes to working practices), hold a discussion or brainstorming meeting to find possible solutions. This will work most effectively when you have built good relationships with team members and created a culture in your team that is open, respectful, kind, fair and consistent, in which people feel ‘psychologically safe’ (where people feel they can speak up and share concerns, questions or ideas freely without being criticised or made to feel ‘wrong’ for doing so).
Things to consider
- Use regular one-to-ones with employees and listen to different people’s perspectives to get a clear picture of what exactly is creating team disharmony.
- Help prevent future instances of dispute by having regular consultations with your team. This ensures you consider their views before introducing any changes that might affect their work or working environment.
Related manager behaviour
This relates closely to the behaviour area Building and sustaining relationships. Use Exercise 5for advice on how to develop these areas.
It’s tempting to hope that, once a situation has been resolved, the problem’s gone away for good. In many cases, however, one party or another will still feel aggrieved (to a greater or lesser extent). Part of handling workplace conflict effectively is following up as appropriate to check that the issues have been resolved and continuing to sustain good relationships with team members.
Things to consider
- Talk to the individuals involved during one-to-ones, or during discussions around performance appraisals, to find out whether the conflict really has been resolved, or if there are any renewed tensions or feelings of unhappiness.
- Regular one-to-ones serve as ‘temperature checks’ to ensure that old disagreements do not resurface.
Related manager behaviour
This relates closely to the behaviour area Handling conflict and people management issues and Building and sustaining relationships. Look at Exercise 3and Exercise 5 for advice on how to develop these areas.
Using formal procedures
Even when you have made every effort to resolve the conflict, sometimes, the situation can develop to the point where it’s appropriate to use formal procedures to address unresolved conflict at work.
Please note that formal methods should only be where informal interventions have been unsuccessful, or where formal investigation and disciplinary procedures must be used.
If a complaint is serious or someone wants it investigated formally, they should have the right to pursue a grievance or use the organisation’s bullying and harassment policy. Where serious incidents occur – such as alleged harassment or discrimination, persistent bullying or verbal abuse or physical intimidation – they must be dealt with promptly and taken seriously.
